Marcel Fafchamps
- Published in print:
- 2001
- Published Online:
- August 2004
- ISBN:
- 9780199241019
- eISBN:
- 9780191601217
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199241015.003.0007
- Subject:
- Economics and Finance, Development, Growth, and Environmental, South and East Asia
This chapter examines the role of business networks in market development and community formation in Sub-Saharan Africa. It is shown that for firms above a minimum size, relational contracting is the ...
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This chapter examines the role of business networks in market development and community formation in Sub-Saharan Africa. It is shown that for firms above a minimum size, relational contracting is the rule in markets for agricultural products, and manufacturing inputs and outputs. The important roles of relationships in facilitating market exchange are documented. The role of community affiliation in the membership of business networks is then examined. It is argued that entry into existing networks is biased, and that referral by family and friends is the most likely cause of ethnic concetration.Less
This chapter examines the role of business networks in market development and community formation in Sub-Saharan Africa. It is shown that for firms above a minimum size, relational contracting is the rule in markets for agricultural products, and manufacturing inputs and outputs. The important roles of relationships in facilitating market exchange are documented. The role of community affiliation in the membership of business networks is then examined. It is argued that entry into existing networks is biased, and that referral by family and friends is the most likely cause of ethnic concetration.
Alan M. Rugman and Joseph R. D’cruz
- Published in print:
- 2003
- Published Online:
- October 2011
- ISBN:
- 9780199258185
- eISBN:
- 9780191698521
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258185.003.0005
- Subject:
- Business and Management, Strategy, International Business
The goal of this section is to formulate a conceptual paradigm for a new organisational option for the government of markets and classes. Along with this is the introduction and incorporation of the ...
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The goal of this section is to formulate a conceptual paradigm for a new organisational option for the government of markets and classes. Along with this is the introduction and incorporation of the five partners model of business networks in pursuing structural reforms through mutual links, non-profit institutions, and non-business establishments. According to the model, healthy competition in the market, together with collaborative corporate actions, enhances the effectiveness of business policies and lessens the damage produced by opportunism. Also, inter-corporation connections work at their best when asymmetric regulation of the most dominant – or the flagship – firm on the strategic course of the network is present. Such a scenario is due to the fact that asymmetric control has influences on perceived and actual reliance, permanence, and knowledge widening among the members of the group without compromising the individual functions of specific industries.Less
The goal of this section is to formulate a conceptual paradigm for a new organisational option for the government of markets and classes. Along with this is the introduction and incorporation of the five partners model of business networks in pursuing structural reforms through mutual links, non-profit institutions, and non-business establishments. According to the model, healthy competition in the market, together with collaborative corporate actions, enhances the effectiveness of business policies and lessens the damage produced by opportunism. Also, inter-corporation connections work at their best when asymmetric regulation of the most dominant – or the flagship – firm on the strategic course of the network is present. Such a scenario is due to the fact that asymmetric control has influences on perceived and actual reliance, permanence, and knowledge widening among the members of the group without compromising the individual functions of specific industries.
Manuel Castells
- Published in print:
- 2002
- Published Online:
- September 2011
- ISBN:
- 9780199255771
- eISBN:
- 9780191698279
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199255771.003.0004
- Subject:
- Business and Management, Information Technology
This chapter defines e-Business as any business activity whose performance of the key operations of management, financing innovation, production, distribution, sales, employee relations, and customer ...
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This chapter defines e-Business as any business activity whose performance of the key operations of management, financing innovation, production, distribution, sales, employee relations, and customer relations predominantly takes place by or on the Internet or other networks of computer networks regardless of the kind of connection between the virtual and the physical dimensions of the firm. It evaluates the transformation of the practice of the firm, the relationship between the Internet and capital markets, the role of work and flexible employment practices in the networking business model, and the specificity of innovation in the economy, at the source of labour productivity growth. It also proposes some hypotheses regarding the characteristics of the new business cycle and of potential crises, prompted by a sharp downturn in the value of technology stocks in financial markets, based on the observation of the period from March 2000 to March 2001.Less
This chapter defines e-Business as any business activity whose performance of the key operations of management, financing innovation, production, distribution, sales, employee relations, and customer relations predominantly takes place by or on the Internet or other networks of computer networks regardless of the kind of connection between the virtual and the physical dimensions of the firm. It evaluates the transformation of the practice of the firm, the relationship between the Internet and capital markets, the role of work and flexible employment practices in the networking business model, and the specificity of innovation in the economy, at the source of labour productivity growth. It also proposes some hypotheses regarding the characteristics of the new business cycle and of potential crises, prompted by a sharp downturn in the value of technology stocks in financial markets, based on the observation of the period from March 2000 to March 2001.
Alan M. Rugman
- Published in print:
- 1999
- Published Online:
- November 2003
- ISBN:
- 9780198296058
- eISBN:
- 9780191596209
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198296053.003.0007
- Subject:
- Economics and Finance, International
Three themes are pursued in this case study on the impact of globalization on Canada. The first is that from a Canadian perspective, globalization means regionalization; by virtue of the FTA ...
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Three themes are pursued in this case study on the impact of globalization on Canada. The first is that from a Canadian perspective, globalization means regionalization; by virtue of the FTA (Canada–US Free Trade Agreement) and NAFTA (North American Free Trade Agreement), Canadian‐based firms have secure and reasonably predictable access to the world's largest market, with the rules‐based regime of the FTA and NAFTA being preferable to the former US‐dominated power‐based system, although many subtle political and managerial challenges remain, since market access is not perfectly secure. The second characteristic of Canadian strategic management is related to the first and is the need to develop skills in ‘national responsiveness’, due to the asymmetries in size of the US and Canadian economies. The third theme affecting Canadian competitiveness and analysis of globalization is the large amount of foreign ownership; this somewhat complicates the nature ofbusiness–government relations in Canada, since more than one‐third of the manufacturing sector is foreign‐owned, with over two‐thirds of this being US FDI (foreign direct investment) in Canada. The four main sections of the chapter are as follows: Foreign ownership and strategic management; Regional strategic management for Canadian firms; The flagship business network model; and Strategy in the Canadian chemical industry.Less
Three themes are pursued in this case study on the impact of globalization on Canada. The first is that from a Canadian perspective, globalization means regionalization; by virtue of the FTA (Canada–US Free Trade Agreement) and NAFTA (North American Free Trade Agreement), Canadian‐based firms have secure and reasonably predictable access to the world's largest market, with the rules‐based regime of the FTA and NAFTA being preferable to the former US‐dominated power‐based system, although many subtle political and managerial challenges remain, since market access is not perfectly secure. The second characteristic of Canadian strategic management is related to the first and is the need to develop skills in ‘national responsiveness’, due to the asymmetries in size of the US and Canadian economies. The third theme affecting Canadian competitiveness and analysis of globalization is the large amount of foreign ownership; this somewhat complicates the nature of
business–government relations in Canada, since more than one‐third of the manufacturing sector is foreign‐owned, with over two‐thirds of this being US FDI (foreign direct investment) in Canada. The four main sections of the chapter are as follows: Foreign ownership and strategic management; Regional strategic management for Canadian firms; The flagship business network model; and Strategy in the Canadian chemical industry.
Alan M. Rugman and Joseph R. D’cruz
- Published in print:
- 2003
- Published Online:
- October 2011
- ISBN:
- 9780199258185
- eISBN:
- 9780191698521
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258185.003.0007
- Subject:
- Business and Management, Strategy, International Business
The authors provide an introduction to the five partners paradigm of business networks as another option for the governance of organisational hierarchies and markets. Such a model is further analysed ...
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The authors provide an introduction to the five partners paradigm of business networks as another option for the governance of organisational hierarchies and markets. Such a model is further analysed using the Canadian Telecommunications Network. In Canada, business networks are viewed as containing processes and features that positively contribute to the cost reduction inflicted by non-diversification of assets and by opportunism. Flagship firms play a vital role in the efficient delivery of the responsibilities and successful fulfilment of expectations from business networks. With the asymmetric strategic management and supervision of activities, these multinational enterprises improve the effectiveness of governance structure, specifically in the areas of inter-institutional dependence, stability, and knowledge development. In other words, the application of the guiding principles of the five partners model in Canada has enhanced the country’s market position and competence in the telecommunications field.Less
The authors provide an introduction to the five partners paradigm of business networks as another option for the governance of organisational hierarchies and markets. Such a model is further analysed using the Canadian Telecommunications Network. In Canada, business networks are viewed as containing processes and features that positively contribute to the cost reduction inflicted by non-diversification of assets and by opportunism. Flagship firms play a vital role in the efficient delivery of the responsibilities and successful fulfilment of expectations from business networks. With the asymmetric strategic management and supervision of activities, these multinational enterprises improve the effectiveness of governance structure, specifically in the areas of inter-institutional dependence, stability, and knowledge development. In other words, the application of the guiding principles of the five partners model in Canada has enhanced the country’s market position and competence in the telecommunications field.
Alan M. Rugman and Joseph R. D’cruz
- Published in print:
- 2003
- Published Online:
- October 2011
- ISBN:
- 9780199258185
- eISBN:
- 9780191698521
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258185.003.0002
- Subject:
- Business and Management, Strategy, International Business
Local and global competitive advantages in the corporate world are made possible by the active involvement of business leaders in the improvement and management of international business networks. ...
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Local and global competitive advantages in the corporate world are made possible by the active involvement of business leaders in the improvement and management of international business networks. Because of conflicting and sometimes limited categorisations of the concept, it is hereby defined according to the notion of strategic clusters; and eventually, allows the view of ‘business networks’ as a group of corporations within a given geographic location; all of which operate under the same industry or closely associated sets of industries. With its significant role, crucial compositions of an effective and efficient network are classified, including the responsibilities of the state and the non-business infrastructures. Creative advancement intervention attempts will then be presented using the Canadian context and its conceptual framework.Less
Local and global competitive advantages in the corporate world are made possible by the active involvement of business leaders in the improvement and management of international business networks. Because of conflicting and sometimes limited categorisations of the concept, it is hereby defined according to the notion of strategic clusters; and eventually, allows the view of ‘business networks’ as a group of corporations within a given geographic location; all of which operate under the same industry or closely associated sets of industries. With its significant role, crucial compositions of an effective and efficient network are classified, including the responsibilities of the state and the non-business infrastructures. Creative advancement intervention attempts will then be presented using the Canadian context and its conceptual framework.
Alan M. Rugman and Joseph R. D’cruz
- Published in print:
- 2003
- Published Online:
- October 2011
- ISBN:
- 9780199258185
- eISBN:
- 9780191698521
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258185.003.0004
- Subject:
- Business and Management, Strategy, International Business
In order to respond to the question that the title poses, this section enumerates the terms and conditions of business regulations and competitive techniques. These topics are taken into account by ...
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In order to respond to the question that the title poses, this section enumerates the terms and conditions of business regulations and competitive techniques. These topics are taken into account by the internalisation planning sessions and implementation activities conducted by a multinational enterprise (MNE). Leaning towards the contemporary theory of the MNE, corporate leaders recognise that proprietary privileges result in optimal returns when positioned in the international scene. Since there are some shortcomings cited in this endeavour, attention is turned into deinternalisation, especially when the negative outcomes offset the positive consequences of internalisation. In this regard, the author focuses on the various forms, features, and underlying theories of deinternalisation that are commonly utilised by business networks in their objectives to increase production and maximise profit.Less
In order to respond to the question that the title poses, this section enumerates the terms and conditions of business regulations and competitive techniques. These topics are taken into account by the internalisation planning sessions and implementation activities conducted by a multinational enterprise (MNE). Leaning towards the contemporary theory of the MNE, corporate leaders recognise that proprietary privileges result in optimal returns when positioned in the international scene. Since there are some shortcomings cited in this endeavour, attention is turned into deinternalisation, especially when the negative outcomes offset the positive consequences of internalisation. In this regard, the author focuses on the various forms, features, and underlying theories of deinternalisation that are commonly utilised by business networks in their objectives to increase production and maximise profit.
Alan M. Rugman and Joseph R. D'Cruz
- Published in print:
- 2003
- Published Online:
- October 2011
- ISBN:
- 9780199258185
- eISBN:
- 9780191698521
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258185.001.0001
- Subject:
- Business and Management, Strategy, International Business
The international dimension of business networks has remained relatively unexplored, mainly because international business writers focus upon multinational enterprises and network writers ignore ...
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The international dimension of business networks has remained relatively unexplored, mainly because international business writers focus upon multinational enterprises and network writers ignore international issues. This book bridges the literature on networks and multinationals by introducing the new concept of the flagship firm. In each business network strategic leadership is provided by the flagship firm, which is defined as a multinational enterprise. It has other partners: key suppliers; key customers; key competitors; and key partners in the non-business infrastructure. These business networks are usually located in the ‘triad’ regions of the European Union, North America, and Japan. There are strong cross-border network linkages within these regions, but less globalisation than regional economic integration. The theory of the flagship firm/five-partners model is applied to the telecommunications, chemicals, automotive, and electronics sectors, amongst others, and the book reports on both empirical studies and field research of the international competitiveness of these sectors.Less
The international dimension of business networks has remained relatively unexplored, mainly because international business writers focus upon multinational enterprises and network writers ignore international issues. This book bridges the literature on networks and multinationals by introducing the new concept of the flagship firm. In each business network strategic leadership is provided by the flagship firm, which is defined as a multinational enterprise. It has other partners: key suppliers; key customers; key competitors; and key partners in the non-business infrastructure. These business networks are usually located in the ‘triad’ regions of the European Union, North America, and Japan. There are strong cross-border network linkages within these regions, but less globalisation than regional economic integration. The theory of the flagship firm/five-partners model is applied to the telecommunications, chemicals, automotive, and electronics sectors, amongst others, and the book reports on both empirical studies and field research of the international competitiveness of these sectors.
Alan M. Rugman and Joseph R. D’cruz
- Published in print:
- 2003
- Published Online:
- October 2011
- ISBN:
- 9780199258185
- eISBN:
- 9780191698521
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258185.003.0006
- Subject:
- Business and Management, Strategy, International Business
A flagship firm is a multinational establishment which has come up with a business network consisting of four major partners: leading providers, clients, competitors, and non-business ...
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A flagship firm is a multinational establishment which has come up with a business network consisting of four major partners: leading providers, clients, competitors, and non-business infrastructures. The prevalence of business networks are common in sectors that have absorbed and employed internalisation and globalisation. Control over all the operations and scope of responsibilities of all the partners is contained under the flagship firm’s authority. Members of the network are ensured with heightened trade levels, mutual reinforcements, cooperative undertakings, competitive advantage in both local and international markets, and secured long-range contracts, provided that they continue with their membership of the flagship firm. Strategic management components, type of leadership, organisational structure, and other features of this system are included in the discussion.Less
A flagship firm is a multinational establishment which has come up with a business network consisting of four major partners: leading providers, clients, competitors, and non-business infrastructures. The prevalence of business networks are common in sectors that have absorbed and employed internalisation and globalisation. Control over all the operations and scope of responsibilities of all the partners is contained under the flagship firm’s authority. Members of the network are ensured with heightened trade levels, mutual reinforcements, cooperative undertakings, competitive advantage in both local and international markets, and secured long-range contracts, provided that they continue with their membership of the flagship firm. Strategic management components, type of leadership, organisational structure, and other features of this system are included in the discussion.
Robert J. Bennett
- Published in print:
- 2011
- Published Online:
- January 2012
- ISBN:
- 9780199584734
- eISBN:
- 9780191731105
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199584734.003.0003
- Subject:
- Business and Management, Business History
This chapter reviews the main academic and practitioner discussions of what gives chambers their USP. It explores how unity of voice is developed through deliberation. It shows that earlier academic ...
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This chapter reviews the main academic and practitioner discussions of what gives chambers their USP. It explores how unity of voice is developed through deliberation. It shows that earlier academic views of instability of early chambers are overstated. The forces underpinning collective action and free-rider behaviour are examined to demonstrate how chamber service bundles develop: as trust goods based on transaction costs and networking advantages. Institutional benefits and social capital assist chamber development. Additions to service bundles from government contracts are shown to have tensions of ‘non-preferred’ goods. Political non-alignment, and social networks are critical aspects of the historical and modern chamber brand. However, at critical points chambers have been ‘elite’ social movements that have participated in changing frames and policy repertoires; especially during times of extreme contention.Less
This chapter reviews the main academic and practitioner discussions of what gives chambers their USP. It explores how unity of voice is developed through deliberation. It shows that earlier academic views of instability of early chambers are overstated. The forces underpinning collective action and free-rider behaviour are examined to demonstrate how chamber service bundles develop: as trust goods based on transaction costs and networking advantages. Institutional benefits and social capital assist chamber development. Additions to service bundles from government contracts are shown to have tensions of ‘non-preferred’ goods. Political non-alignment, and social networks are critical aspects of the historical and modern chamber brand. However, at critical points chambers have been ‘elite’ social movements that have participated in changing frames and policy repertoires; especially during times of extreme contention.
Alan M. Rugman and Joseph R. D’cruz
- Published in print:
- 2003
- Published Online:
- October 2011
- ISBN:
- 9780199258185
- eISBN:
- 9780191698521
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258185.003.0008
- Subject:
- Business and Management, Strategy, International Business
After identifying the implications of D’Cruz’s and Rugman’s five partners model using the Canadian telecommunications industry, the same sector is examined in France. Similarly, the authors intend to ...
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After identifying the implications of D’Cruz’s and Rugman’s five partners model using the Canadian telecommunications industry, the same sector is examined in France. Similarly, the authors intend to discover the kind of relationship and the effective mechanisms of France telecom with its providers, clients, competitors, and non-business infrastructures. Data from France are compared with the gathered information in Alcatel telecom with the aim of classifying the strategic management actions of the firms involved, and to determine regional, local, and international strategies with the objective of achieving competitiveness in the telecommunications sector. Findings show that France telecom promotes cooperative activities and mutual distribution of resources with partner institutions, while Alcatel upholds the more conventional notion of multiple clustering and autonomous management of multinational establishments.Less
After identifying the implications of D’Cruz’s and Rugman’s five partners model using the Canadian telecommunications industry, the same sector is examined in France. Similarly, the authors intend to discover the kind of relationship and the effective mechanisms of France telecom with its providers, clients, competitors, and non-business infrastructures. Data from France are compared with the gathered information in Alcatel telecom with the aim of classifying the strategic management actions of the firms involved, and to determine regional, local, and international strategies with the objective of achieving competitiveness in the telecommunications sector. Findings show that France telecom promotes cooperative activities and mutual distribution of resources with partner institutions, while Alcatel upholds the more conventional notion of multiple clustering and autonomous management of multinational establishments.
Michael L. Gerlach
- Published in print:
- 1997
- Published Online:
- May 2012
- ISBN:
- 9780520208896
- eISBN:
- 9780520919105
- Item type:
- chapter
- Publisher:
- University of California Press
- DOI:
- 10.1525/california/9780520208896.003.0003
- Subject:
- Anthropology, Asian Cultural Anthropology
This chapter discusses enterprise groups of Japanese industrial organization. It outlines the general patterns of relationships common to business networks in market economies and investigates how ...
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This chapter discusses enterprise groups of Japanese industrial organization. It outlines the general patterns of relationships common to business networks in market economies and investigates how these are reflected in specific alliance patterns. The analyses reveal show that ownership structures of Japanese corporations are far more likely than in the U.S.A. to be organized as table relationships which endure over decades, to be reciprocated among mutually positioned companies.Less
This chapter discusses enterprise groups of Japanese industrial organization. It outlines the general patterns of relationships common to business networks in market economies and investigates how these are reflected in specific alliance patterns. The analyses reveal show that ownership structures of Japanese corporations are far more likely than in the U.S.A. to be organized as table relationships which endure over decades, to be reciprocated among mutually positioned companies.
Michael Gerlach
- Published in print:
- 1997
- Published Online:
- May 2012
- ISBN:
- 9780520208896
- eISBN:
- 9780520919105
- Item type:
- book
- Publisher:
- University of California Press
- DOI:
- 10.1525/california/9780520208896.001.0001
- Subject:
- Anthropology, Asian Cultural Anthropology
Business practices in Japan inspire fierce and even acrimonious debate, especially when they are compared to American ones. This book attempts to explain the remarkable economic success of Japan in ...
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Business practices in Japan inspire fierce and even acrimonious debate, especially when they are compared to American ones. This book attempts to explain the remarkable economic success of Japan in the postwar period—a success it is crucial for us to understand in a time marked by controversial trade imbalances and concerns over competitive industrial performance. It focuses on what it calls the intercorporate alliance, the innovative and increasingly pervasive practice of bringing together a cluster of affiliated companies that extends across a broad range of markets. The best known of these alliances are the keiretsu, or enterprise groups, which include both diversified families of firms located around major banks and trading companies, and vertical families of suppliers and distributors linked to prominent manufacturers in the automobile, electronics, and other industries. In providing a key link between isolated local firms and extended international markets, the intercorporate alliance has had profound effects on the industrial and social organization of Japanese businesses. The book casts its net widely. It not only provides a rigorous analysis of intercorporate capitalism in Japan, making useful distinctions between Japanese and American practices, but also develops a broad theoretical context for understanding Japan's business networks. Addressing economists, sociologists, and other social scientists, the book argues that the intercorporate alliance is as much a result of overlapping political, economic, and social forces as are such traditional Western economic institutions as the public corporation and the stock market.Less
Business practices in Japan inspire fierce and even acrimonious debate, especially when they are compared to American ones. This book attempts to explain the remarkable economic success of Japan in the postwar period—a success it is crucial for us to understand in a time marked by controversial trade imbalances and concerns over competitive industrial performance. It focuses on what it calls the intercorporate alliance, the innovative and increasingly pervasive practice of bringing together a cluster of affiliated companies that extends across a broad range of markets. The best known of these alliances are the keiretsu, or enterprise groups, which include both diversified families of firms located around major banks and trading companies, and vertical families of suppliers and distributors linked to prominent manufacturers in the automobile, electronics, and other industries. In providing a key link between isolated local firms and extended international markets, the intercorporate alliance has had profound effects on the industrial and social organization of Japanese businesses. The book casts its net widely. It not only provides a rigorous analysis of intercorporate capitalism in Japan, making useful distinctions between Japanese and American practices, but also develops a broad theoretical context for understanding Japan's business networks. Addressing economists, sociologists, and other social scientists, the book argues that the intercorporate alliance is as much a result of overlapping political, economic, and social forces as are such traditional Western economic institutions as the public corporation and the stock market.
Robert J. Bennett
- Published in print:
- 2011
- Published Online:
- January 2012
- ISBN:
- 9780199584734
- eISBN:
- 9780191731105
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199584734.003.0011
- Subject:
- Business and Management, Business History
This chapter breaks new ground in showing how early chambers were intimately involved in commercial coffee house, exchanges and other initiatives to providing meeting places and drop-in facilities ...
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This chapter breaks new ground in showing how early chambers were intimately involved in commercial coffee house, exchanges and other initiatives to providing meeting places and drop-in facilities for discussion. More than half of the early chambers were joint developers of coffee rooms, hotels, subscription libraries, or exchanges. This was critical to their need for deliberation on policy threats, but also interrelated with their underpinning networks in local communities. Entirely new material on Liverpool, Waterford, Cork, Glasgow, Dublin, Dundee, and Newcastle reveals some of the strongest links. Analysis of the content of chamber reading rooms and libraries shows their economic focus, but overlap with social exchange and politeness. Subsequent developments demonstrate milieus as critical parts of the USP until modern times; replaced by web and e-communications in the modern chamber.Less
This chapter breaks new ground in showing how early chambers were intimately involved in commercial coffee house, exchanges and other initiatives to providing meeting places and drop-in facilities for discussion. More than half of the early chambers were joint developers of coffee rooms, hotels, subscription libraries, or exchanges. This was critical to their need for deliberation on policy threats, but also interrelated with their underpinning networks in local communities. Entirely new material on Liverpool, Waterford, Cork, Glasgow, Dublin, Dundee, and Newcastle reveals some of the strongest links. Analysis of the content of chamber reading rooms and libraries shows their economic focus, but overlap with social exchange and politeness. Subsequent developments demonstrate milieus as critical parts of the USP until modern times; replaced by web and e-communications in the modern chamber.
Hannah Barker
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199299713
- eISBN:
- 9780191714955
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199299713.003.0004
- Subject:
- History, British and Irish Modern History
This chapter builds upon Chapter 2's depiction of the ubiquity of women in business, and examines their appearance in advertising at the centre of business networks, and their physical presence in ...
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This chapter builds upon Chapter 2's depiction of the ubiquity of women in business, and examines their appearance in advertising at the centre of business networks, and their physical presence in town centres. It also examines the ways in which businesswomen represented themselves in public, and suggests that occupation could be central to middling notions of femininity, in addition to those 'domestic' qualities often associated with women in this period.Less
This chapter builds upon Chapter 2's depiction of the ubiquity of women in business, and examines their appearance in advertising at the centre of business networks, and their physical presence in town centres. It also examines the ways in which businesswomen represented themselves in public, and suggests that occupation could be central to middling notions of femininity, in addition to those 'domestic' qualities often associated with women in this period.
- Published in print:
- 2012
- Published Online:
- June 2013
- ISBN:
- 9781846318177
- eISBN:
- 9781846317729
- Item type:
- chapter
- Publisher:
- Liverpool University Press
- DOI:
- 10.5949/UPO9781846317729.008
- Subject:
- History, Economic History
This chapter examines the problematic nature of business networks in the British Atlantic during the period from 1750 to 1815. It provides case studies on the different definitions and the function ...
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This chapter examines the problematic nature of business networks in the British Atlantic during the period from 1750 to 1815. It provides case studies on the different definitions and the function of networks and considers some of the problems associated with networks. This chapter explains that networks comprised groups of people that formed associations with the explicit or implicit expectation of mutual benefit and that their success varied greatly.Less
This chapter examines the problematic nature of business networks in the British Atlantic during the period from 1750 to 1815. It provides case studies on the different definitions and the function of networks and considers some of the problems associated with networks. This chapter explains that networks comprised groups of people that formed associations with the explicit or implicit expectation of mutual benefit and that their success varied greatly.
Henk Volberda, Frans van den Bosch, and Kevin Heij
- Published in print:
- 2017
- Published Online:
- December 2017
- ISBN:
- 9780198792048
- eISBN:
- 9780191834233
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198792048.003.0007
- Subject:
- Business and Management, Organization Studies
Chapter 7 describes the decisive role of management in business model innovation. It considers each of the approaches in the business model innovation matrix and examines the role played by top and ...
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Chapter 7 describes the decisive role of management in business model innovation. It considers each of the approaches in the business model innovation matrix and examines the role played by top and middle managers. It gives the example of how TomTom went through a recursive cycle of renewal and replication, with a visionary CEO as the main driver. A number of potential traps in business model innovation and how managers may avoid them are discussed. This chapter explores various warning signs that might indicate to management that a change of business model is required and examines, through case examples, the many different ways in which firms can combine replication and renewal.Less
Chapter 7 describes the decisive role of management in business model innovation. It considers each of the approaches in the business model innovation matrix and examines the role played by top and middle managers. It gives the example of how TomTom went through a recursive cycle of renewal and replication, with a visionary CEO as the main driver. A number of potential traps in business model innovation and how managers may avoid them are discussed. This chapter explores various warning signs that might indicate to management that a change of business model is required and examines, through case examples, the many different ways in which firms can combine replication and renewal.
Peng Wang
- Published in print:
- 2017
- Published Online:
- March 2017
- ISBN:
- 9780198758402
- eISBN:
- 9780191818349
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198758402.003.0005
- Subject:
- Law, Criminal Law and Criminology
Chapter 5 discusses how corrupt public officials (Red Mafia) employ guanxi networks to obtain and distribute corrupt benefits. It examines the way in which public officials and businesspeople make ...
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Chapter 5 discusses how corrupt public officials (Red Mafia) employ guanxi networks to obtain and distribute corrupt benefits. It examines the way in which public officials and businesspeople make use of guanxi networks to accumulate wealth and obtain promotion. Corrupt transactions—either within the political sector or between the public and private sectors—are co-ordinated and safeguarded by corrupt guanxi networks. By analysing the corrupt practices of selling military positions and establishing business–politics networks, this chapter looks at how guanxi networks minimize the transaction costs of corruption by securing information transmission, recruiting high-quality members, enforcing agreements, and monitoring members’ behaviour.Less
Chapter 5 discusses how corrupt public officials (Red Mafia) employ guanxi networks to obtain and distribute corrupt benefits. It examines the way in which public officials and businesspeople make use of guanxi networks to accumulate wealth and obtain promotion. Corrupt transactions—either within the political sector or between the public and private sectors—are co-ordinated and safeguarded by corrupt guanxi networks. By analysing the corrupt practices of selling military positions and establishing business–politics networks, this chapter looks at how guanxi networks minimize the transaction costs of corruption by securing information transmission, recruiting high-quality members, enforcing agreements, and monitoring members’ behaviour.
Richard Whittington
- Published in print:
- 2019
- Published Online:
- April 2019
- ISBN:
- 9780198738893
- eISBN:
- 9780191802072
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198738893.003.0007
- Subject:
- Business and Management, Strategy
This chapter examines the development of open strategy practices from the late 1990s. Open strategy involves greater transparency about strategy to internal and external audiences, and greater ...
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This chapter examines the development of open strategy practices from the late 1990s. Open strategy involves greater transparency about strategy to internal and external audiences, and greater inclusion for internal and external stakeholders. The contemporary rise of open strategy is supported by three exogenous forces: the dissolving of organizational boundaries internally and externally, a newly democratic working culture, and new technologies, especially social media. Nevertheless, open strategy’s development still involves two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. As examples of the first, Gary Hamel’s Strategos Consulting promoted new kinds of democratic strategy norms, while corporates such as IBM developed internal openness through its jams. Under the second, new consulting firms were created such as Global Business Network, while established corporations such as Barclays Bank, Nokia, and Shell had to organize new kinds of participative strategy process.Less
This chapter examines the development of open strategy practices from the late 1990s. Open strategy involves greater transparency about strategy to internal and external audiences, and greater inclusion for internal and external stakeholders. The contemporary rise of open strategy is supported by three exogenous forces: the dissolving of organizational boundaries internally and externally, a newly democratic working culture, and new technologies, especially social media. Nevertheless, open strategy’s development still involves two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. As examples of the first, Gary Hamel’s Strategos Consulting promoted new kinds of democratic strategy norms, while corporates such as IBM developed internal openness through its jams. Under the second, new consulting firms were created such as Global Business Network, while established corporations such as Barclays Bank, Nokia, and Shell had to organize new kinds of participative strategy process.
Asli M. Colpan and Takashi Hikino
- Published in print:
- 2018
- Published Online:
- April 2018
- ISBN:
- 9780198717973
- eISBN:
- 9780191787591
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198717973.003.0001
- Subject:
- Business and Management, Business History, International Business
While business groups are a dominant and critical business organization in contemporary emerging economies and have lately attracted much attention in academic circles and business presses, ...
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While business groups are a dominant and critical business organization in contemporary emerging economies and have lately attracted much attention in academic circles and business presses, interestingly their counterparts in developed economies have not been systematically examined. This chapter serves as an introduction to this volume that examines the origins, evolution, and resilience of business groups in the developed economies of Western Europe, North America and Oceania. First, it describes the major aims of the volume and argues why it focuses on business groups in developed economies. Second, it examines the categorical classifications of various types of business groups, as conceptual clarification is necessary to distinguish different varieties of this organizational model at the outset of the volume. Third, the chapter explores the varieties of diversified business groups and their comparable organizational models under the category of “multi-unit enterprises.” It concludes by giving an outline of the entire volume.Less
While business groups are a dominant and critical business organization in contemporary emerging economies and have lately attracted much attention in academic circles and business presses, interestingly their counterparts in developed economies have not been systematically examined. This chapter serves as an introduction to this volume that examines the origins, evolution, and resilience of business groups in the developed economies of Western Europe, North America and Oceania. First, it describes the major aims of the volume and argues why it focuses on business groups in developed economies. Second, it examines the categorical classifications of various types of business groups, as conceptual clarification is necessary to distinguish different varieties of this organizational model at the outset of the volume. Third, the chapter explores the varieties of diversified business groups and their comparable organizational models under the category of “multi-unit enterprises.” It concludes by giving an outline of the entire volume.
